Page 12 - KZN Business Sense - Vol6 No3 - eBook

PERFORMANCE MANAGEMENT

Nikita Pillay, Head: HR ■ Personal issues such as family meeting with the employee ■ Has been shown what is Step 5 – Monitor performance
& Compliance, DRG stress, physical and/or mental to discuss the problem. The required The employer should monitor
Outsourcing health problems or problems employer should let the ■ Understands the gap between the employee’s performance and
with drugs or alcohol employee know the purpose of what is happening and what is continue to provide feedback
here is ■ Cultural misunderstandings the meeting in advance so they required and encouragement.
no doubt ■ Workplace bullying. can adequately prepare for the
Tthat meeting. The employee should Step 4 – Jointly devise a solution A meeting to review and
managing an Was it the employee’s fault that be allowed to bring a support Where possible, it is discuss the employee’s
employee’s the performance standard was person of their choice or a union important that a solution performance should be held
performance not met? representative to the meeting. is jointly devised with the even if there is no longer an
can be one Dismissal will probably be employee. issue. This enables both parties
of the most adjudged to be unfair if the Step 3 – Meet with the to acknowledge that the issue
challenging reason for the poor performance employee to discuss the An employee who has has been resolved.
parts of any was that: problem contributed to the solution will The employer should provide
manager’s It is important that the be more likely to accept and act both positive and negative
role. Often by the time that ■ The employer had failed meeting takes place in private on it. feedback to the employee and
the organisation’s formal to provide the employee with and in an environment that should work with the employee
performance management materials is comfortable and non- When working out a solution, to ensure that performance
process commences, difficult ■ Equipment was faulty threatening, away from the employer should: improvements are sustained.
and unproductive behaviours ■ Required training had not been distractions and interruptions. ■ Explore ideas by asking open
are already entrenched and the given questions More serious action may need
relationship between manager ■ The employer’s product was not The employer should begin by ■ Emphasise common ground to be taken if the employee’s
and employee has deteriorated. in demand holding a discussion with the performance does not improve
Productivity is low and patience ■ Some other reason beyond the employee to explain the problem ■ Keep the discussion on track including further counselling,
is in short supply. in specific terms. ■ Focus on positive possibilities issuing formal warnings and
employee’s control. ■ Offer assistance, such as
Misconduct Versus Poor An effective Performance From this conversation, the further training, mentoring, ultimately if the issue cannot
be resolved, termination of
Performance employee should be able to clearly
Management process establishes understand: flexible work practices or employment.
It is important to know the the groundwork for excellence by: redefining roles and
difference between misconduct ■ What the problem is expectations Termination of employment
and poor performance. ■ Linking individual employee ■ Why it is a problem If an employee’s performance
Confusing the two could mean objectives with the ■ How it impacts on the A clear plan of action should be does not improve to an
your approach is completely organisation’s mission and workplace developed with the employee to acceptable standard,
wrong. The main difference is in strategic plans. The employee ■ Why there is a concern implement the solution. This can termination of their
the level of control. has a clear concept on be in the form of a performance
how they contribute to the The employer should discuss the agreement or action plan. A employment may be an option.
Poor performance is when an achievement the overall outcomes they wish to achieve performance agreement or Employers cannot dismiss their
employee tries as hard as possible business objective from the meeting. action plan can: employees in circumstances
but keeps falling short because ■ Focusing on setting clear ■ Reflect an understanding that are “harsh, unjust or
they lack skill, ability or training performance objectives and The meeting should be of performance expectations unreasonable”.
for example. expectations using results, an open discussion and the and what is to be achieved What is harsh, unjust or
In cases of misconduct, the actions and behaviours employee should have an over the specified time period unreasonable will depend on
employee could perform better ■ Defining clear development opportunity to have their (performance improvement the circumstances of each case.
point of view heard and duly
but for whatever reason chooses plans as part of the process considered. The employer milestones) However, it is important to be
not to. ■ Conducting regular should listen to the explanation ■ Clarify roles and fair to employees particularly
discussions throughout responsibilities of the employee when it comes to termination
What are the reasons for poor the performance cycle which of why the problem has of employment. They should be
performance? occurred or to any other ■ Include strategies for training given reasons for dismissal and
include such things as comments the employee makes. and career development
There are many reasons why an coaching, mentoring, an opportunity to respond to
employee may perform poorly. feedback, and assessment When having this type of ■ Include timeframes for those reasons.
Some of the common reasons meeting, it may be useful in improvement (these may vary
include: Step by Step guide to Managing facilitating discussion to refer depending on the issue and Employers should not dismiss
Poor Performance needs of the business; poor-performers without
■ An employee doesn’t know to recent positive things that however, it is important to having attended to the above
what is expected because Step 1 – Identify the problem the employee has done to show give an employee adequate requirements and without
goals and/or standards them that you also recognise time to improve their having followed proper
or workplace policies and It is important to understand and appreciate their strengths. performance) procedure. Where the employer
consequences are not clear the key drivers of performance is at all unsure as to whether it
(or have not been set) or poor performance within the Key points for employers to ■ Reinforce the value and is within its rights to dismiss a
workforce. It is also important to remember when holding the worth of the role being
■ Interpersonal differences poor performer, it should first
identify the problem specifically. meeting are to: performed
■ There is a mismatch between ■ Talk about the issue and not get advice from a reputable
an employee’s capabilities Step 2 – Assess and analyse the the person A date should be set for labour law expert. 
and the job they are required problem another meeting with the
to undertake, or the employee The employer should determine: ■ Explore the reasons why there employee to review progress
does not have the knowledge is an issue and discuss the employee’s Nikita Pillay
Nikita@drg.co.za
or skills to do the job ■ How serious the problem is ■ Clarify details performance against the agreed T: +27 (0)31 767 0625
expected of them ■ Stay relaxed and encouraging action plan.
■ How long the problem has W: www.drg.co.za
■ An employee does not know existed ■ Summarise to check your The employer should keep a
whether they are doing a ■ How wide the gap is between understanding of the situation. written record of all discussions
good job because there is no what is expected and what is relating to poor performance in
counselling or feedback on being delivered And, when discussing shortfalls in case further action is required.
their performance Once the problem has been any area, it is important to check
■ Lack of personal motivation, identified and assessed, the that the employee: Generally, it may also be used
low morale in the workplace employer should organise a ■ Is aware that it is a task that is as evidence if legal action is
and/or poor work environment required of them taken about the matter.

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